Leads a 35-employees team serving a 125-room hotel out Covid-19. By living our core values of taking care of the employees first, genuinely caring for every guest, and inspiring the team to exceed guest expectations an increase in employee and guest satisfaction is achieved while increasing profits for the owners.• Fosters solid relationship with owners and centralized accounting, sales, revenue, and human resources team to ensure that everyone is aligned and works together.• Generates new incremental revenue sources like airport parking and pool chair rental.• Oversees budget, forecast, and all expenses.• Responsible for recruitment, training, development, and evaluation of managers, supervisors, and associates.• Manages Business Park in which the hotel is located for the ownership group.Key Accomplishments• Recognized as one of the top performing hotels in the HEI portfolio for guest service, expense control, associate environment, ADR growth, and room revenue generated versus budget in 2022• Highest Employee Engagement survey results within HEI in 2021 (98.78%) and remained in the top in 2022 (97.79%)• Increased main guest satisfaction indicator (Indent to Recommend) by 7.6 points year-over-year, finishing 2022 with 11.1 points above the Aloft brand

Leads a 18-person team serving a 121-room hotel out of a hotel renovation and through Covid-19. Focuses in increasing RevPAR through guest loyalty, total hotel sales focus, employee engagement, and empowerment of the team to do whatever it takes to take care of our guests and maximize profits.· Works closely with owners to complete hotel renovation and outstanding property improvement items· Daily involvement in the hotel sales, including contract negotiation for groups, pricing for all groups and corporate room rates, and sales calls· Responsible for profit and loss management, forecasting, room projections, budgeting, labor, and payroll.· Handles negotiations and pricing structure with outside vendors for engineering contractors and other services· Oversees recruitment, training, development, and evaluation of managers, supervisors, and associates.Key Accomplishments· Headed successful negotiation for a group worth 7,000 room nights· Gained over 20 new BT accounts during Covid· Biggest year over year guest satisfaction improvement in the history of the hotel· No staffing issues in a difficult labor market through employee retention

Leads a 80-person team across front office and housekeeping departments within a 405-room hotel. Focuses on leading the team though the Marriott / Starwood merger, challenging the team to develop new processes to improve guest satisfaction and increase the laundry productivity, reducing turnover through employee engagement, and building of top performing teams. Area of Responsibility• Provides leadership and decision making as interim general manager. • Maximizes room occupancy through partnership with airlines to generate up to 200 additional ad hoc room nights daily through distress passengers, annual average occupancy of 90%.• Responsible for profit and loss management, forecasting, room projections, budgeting, labor, and payroll.• Handles negotiations and pricing structure with outside vendors for staffing, cleaning, laundry, and other services• Oversees recruitment, training, development, and evaluation of managers, supervisors, and associates.Key Accomplishments• Coordinated construction team through room and public area renovation with minimal impact on guest satisfaction.• Development and implementation of GSS action plan for the hotel, including housekeeping, front office, engineering, restaurants, kitchen• Lead the hotel with full occupancy through Hurricane Irma, hotel closure following the hurricane, renovation process, and re-opening of the hotel • Ownership and walk of the New Brand Standard Audit

Goal oriented and self-motivated leader, known to set high departmental goals and overachieve, by challenging the status quo and trying out different ways to improve the operations. Excellent engagement, guest satisfaction, and department profit results through a total team involvement and empowerment approach, allowing all hosts and leaders to contribute to the departmental goals with their individual ideas and strengths; while challenging everyone to learn a new skill and go above and beyond what is required.Areas of ResponsibilityFront Office, Housekeeping, and Loss Prevention• Identifying of bottlenecks and challenges in the operations and problem resolution• Development and roll out of new initiatives to adjust to the new challenges that come with the different challenges the various phases of the hotel renovation comes with• Contract negotiations with outside vendors and outside labor companies• Maintaining of all accounting and finance responsibilities, including profit and loss management, forecasting, rooms projections, budgeting, labor cost management, and payroll• Recruitment, training, performance evaluation and development of managers, supervisors, and associates• Executive Committee Member• Leadership from the marbleAchievements• Improvement of Associate Engagement while going through renovation• Increase of Check In Experiences to 72.5, 7.6 points above goal in 2014• Increase of Room Cleanliness to 73.6, 9.8 points above goal (largest year-over-year increase in the South Florida region) • Holding of Room Cleanliness score of 73.6 during renovation (Jan – Jun 2015)• Increase of Staff Service to 75.3, 6.6 points above goal in 2014• Hospitality Leadership Award Rooms Division / Front Office Manager of the Year for 2014 from the Greater Miami & Beaches Hotel Association

Results focused and effective leader, with a proven ability to think outside the box to overcome challenges and achieve hotel goals. Natural talent for establishing of high standards, driving of new initiatives for consistent improvement of hotel profit, customer satisfaction, and employee satisfaction, through excellent communication and total team involvement.Areas of ResponsibilityGroup Housing, Event Management, Banquets, Audio Visual• Conducting of sales site tours and assisting sales managers in the closing of business • Maintaining of all accounting and finance responsibilities, including profit and loss management, forecasting, rooms projections, budgeting, labor cost management, and payroll• Recruitment, training, performance evaluation and development of managers, captains, and associates• Interim Director of Food & Beverage in the absence of the Director of Food & Beverage (2 months)• Managing and relocating of groups during refurbishmentAchievements• Improvement of Overall ESS from 70.9 to 72.4, YTD• Improvement of the Planning Phase from 71.7 to 75.5, YTD• Manager / Host of the Year for 2013

Successful record of fully embracing the food and beverage operations and exceeded in all business goals, by marketing the restaurant outlets, engagement of the associates in the WIG process, developing incentive programs, training, and celebrating success.Areas of ResponsibilityFood & Beverage Outlets, including Restaurant, Bar, and StarbucksAchievements• Manager of the Quarter for the 4th Quarter 2011• 100% in the Engagement Survey and Leadership Driver, 2012• Exceeding of all three WIG goals, including average check increase, reduction of controllable expenses, and reduction of beverage cost• Improvement of departmental GSS scores and Overall GSS Restaurant Service ranking 2/339 for July – Dec, 2011• Increase of 6% in revenue and 20% in house profit

Acted as an integral part of the hotel leadership team in a union environment during the economic downturn and foreclosure of the hotel. Leading a management team of seven managers to successfully sustain and improve high GSS and ESS, while cost cutting in all areas including supplies, concierge lounge offering, and labor.Areas of ResponsibilityFront Desk, Delighted to Serve, Bell Desk, Door Man, Valet, Concierge and Club LoungeAchievements• YTD Improvement of “Problem Resolved on First Contact” by 7 scores • YTD Improvement of “Experts on/connecting you to local area” by 5 scores• Improvement of the Event Satisfaction by 3 scores, YTD 77.6• Decrease of labor costs through restructuring of the department

Established high standards and expectations in the Front Office department, including reinforcement of the attendance policy, re-training and development of the front desk team, and implementation of incentive programs to improve GSS, Marriott Rewards enrolments, and upselling. Achievements• Development and Implementation of an Upselling Program and several associate incentive programs• Moving the Marriott Rewards Enrolments to the top five in the region• Developing and conducting of Marsha Training classes

Strategically changed the focus of the Executive Lounge and Concierge department from a food serving department to a customer service department with the central focus of giving exceptional service, building rapport with customers, and creating memorable experiences. Roll out of a new amenity program for the hotel, which is less labor intensive, more cost effective, and more tailored around local products.Areas of Responsibility• Management of the Guest Relations Team and the Executive Lounge, consisting of 16 associates and catering for 150 rooms• Managing and improving the Early Arrival Lounge• Responsible for the overall operation of Front Desk, At Your Service (PBX), Bell Desk, Valet, Concierge and Executive Lounge

Areas of Responsibility• Responsible for department projects, implementation and maintaining of procedures, as well as smooth operations during hotel refurbishment and changeover from Le Meridien to JW Marriott

Apprenticeship in Front Office, Food and Beverage, Sales and Marketing, Housekeeping, Health Club, Finance• Work experience placement in the Hôtel Concorde Saint Lazare – Paris, France